Elif AlvarezCRP
Director, Total Rewards at Kestrel Aerospace
Seoul, South Korea
145 points1 ribbon1 discussion12 replies3 answers accepted
Where Elif takes part
Mentor
Mentors in Incentives, Job Evaluation
Consultant turned practitioner. I know what the Incentives frameworks promise and what they do once they meet a real org chart.
Activity
1 discussion · 12 repliesAsked in Job Architecture & Careers ·
Has anyone actually held the line on title requests that push people up a grade?
✓ Answered · 6 replies
Replied to in Job Architecture & Careers ·
Our local exceptions register: 41 entries, and the rule that stops it growing
We time-limit as well, but at 12 months, and I think that is too short. Country HR spends every autumn re-arguing the same market-practice cases. Your 24 months
Replied to in Job Architecture & Careers ·
Unpopular view: most frameworks carry two levels too many in the middle
You'll get it from me. Fewer levels means wider pay ranges, and wide ranges are where pay gaps hide. When we went from eleven levels to eight at a Danish manufa
Replied to in Job Architecture & Careers ·
Levelling appeals: who sits on the panel, and what do you accept as grounds?
Keep the original decision-makers off the panel, but have one of them present the reasoning and then leave. Our panel was three people: a reward specialist not
Answered in Global & Mobility ·
Seven years into a three-year assignment in Singapore. How do we localise?
✓ Accepted answer · Before you design the phase-out, fix the base salary. Most of the pain comes from localising someone onto a home-based salary converted at whatever the rate is
Replied to in Job Architecture & Careers ·
Levelling 340 acquired staff onto our nine levels: before or after pay harmonisation?
Level first, but do not publish ranges to the acquired population until you have a funded plan. We did this with a 500-person acquisition in the Netherlands in
Replied to in Job Architecture & Careers ·
Job descriptions go stale in about 14 months. A lighter way we keep them current
We have a similar trigger list, and the vacancy one is the most valuable, because the manager finally has a reason to care. Our rule is that a requisition canno
Answered in Global & Mobility ·
Pricing a country manager role in Uzbekistan when no survey covers it?
✓ Accepted answer · What has worked for us in Central Asia and parts of West Africa is three sources weighted openly: the proxy country ratio at 40%, a custom cut requested from th
Replied to in Job Architecture & Careers ·
450 people and growing 40% a year: are six levels enough, or are we storing up trouble?
Really helpful, thank you. I checked this afternoon and the work at level 3 does differ: the longer-serving people are leading workstreams without supervision.
Answered in Job Architecture & Careers ·
450 people and growing 40% a year: are six levels enough, or are we storing up trouble?
✓ Accepted answer · I went through this at a payments company that grew from 500 to 1,800. What I would do in your position: design for nine levels on the individual track, populat
Replied to in Job Architecture & Careers ·
We cut 62 job families to 23, and eleven had crept back within a year
A headcount threshold would not work for us. I'm at a hospital group in Australia and some of our most distinct families are small, perfusionists for example, a
Replied to in Global & Mobility ·
Eight months in Monterrey: per diem, allowance or a light assignment package?
We draw the line at 90 days. Beyond that it is a short-term assignment: home salary and contract unchanged, furnished accommodation paid directly by the company
Replied to in Pay Equity & Transparency ·
Intersectional cuts where most cells hold under ten people: suppress, pool or report?
On privacy, remember the output can identify people even when you suppress the small cell, if the reader can subtract it from a total. We had to suppress a seco
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